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Self-managed teams: compensation, management, pros/cons

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A hot topic in organizations is the development and use of teams within the organization, particularly self-managed work teams. A reason frequently cited for support of these self-managed teams is that they reduce the number of managers required by an organization. Using the CSU Online Library, research the topic of teams, including compensation programs for teams. Describe the pros and cons of work teams using additional sources other than your textbook. Discuss the validation of the belief that they reduce the number of managers required by an organization. Include examples and points not in the textbook, and fully explain your reasons. Discuss the best compensation programs for a team environment using specific examples to support your answer.

Your paper should be between two to four pages. (MUST BE APA FORMATTED) DOUBLE SPACING ,APA format, and cite references.

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Solution Summary

This detailed solution describes the pros and cons of self - managed work teams, the idea that work teams use less managers, and compensation programs for teams. Examples are given and APA formatted references are provided. An APA formatted paper is included.

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Teams are an important aspect in organization. Teams may be formed to solve particular problems, serve a cross-functional purpose, or work virtually. These teams may be managed through a supervisor or they may be self-managed. Self-managed teams operate independently of a supervisor and "are given authority to complete an assignment, coordinate across departments, and allow team members to select tasks they would like to undertake" (Morningside, 2011). Ultimately, these teams must manage themselves and be responsible for their results. Well-run teams can be innovative and be more motivated to succeed than employees managed in a traditional manner. Success in teams is dependent upon factors that include size, communication, diversity, and management. Compensation can then be crafted to reward successful teams and their members.

Team makeup is important: teams that are seven to nine people are effective, whereas larger teams tend to experience bottlenecks and lack of direction. According to AOL, creating teams empowered to make product decisions allowed specific projects with specific goals and expectations to be developed (Fazio Maruca, 2000). Previously, the company suffered from projects being held up due to layers of management needing to sign off on different issues and a general lack of product commitment. Teams become product champions with an invested interest in success. This, however, can be problematic, should the group participate in groupthink, and fail to consider obstacles, problems or threats in its task.

Successful teams depend upon communication. Michael Leinbach, shuttle launch director at the Kennedy Space Center states that teams allowed shuttle launches to be ...

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  • BA, University of Southern California
  • MSS, United States Sports Academy
  • Ed.D, Boise State University
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